'We’re Not Overexposed to China or the U.S.—And That’s Suddenly an Advantage': Renault Design Chief

In a world where political fault lines are redrawing supply chains and redefining markets, Laurens van den Acker, Executive Vice President of Design at Renault Group, isn’t just thinking about the next SUV silhouette or EV concept. He’s thinking about fragility.

“The world is messy,” he says bluntly. “We’re seeing geographical walls coming up. You see trade wars coming up. I see Europe needs to revive its technology sector.”

For Renault, a company that has spent the last few years recalibrating its global ambitions, these tremors aren’t just risks—they’re potential leverage. “This time, we enter this potential crisis from a position of strength,” says van den Acker. “Whereas a couple of years ago, we entered the COVID crisis from a position of weakness.”

From Liability to Leverage: A New Global Playbook

Renault’s reduced exposure to the U.S. and Chinese markets—a perceived vulnerability during the last decade—has now become a strategic hedge.

“We’re not overexposed to China or the U.S. That used to be a disadvantage—and now all of a sudden it’s an advantage,” van den Acker points out. With both economic giants tightening their borders—digitally, diplomatically, and industrially—Renault’s diversified footprint positions it well to weather what could be a prolonged period of fragmentation.

And in this fragmented world, India is emerging not just as a market of interest—but as a strategic counterweight.

India’s Ascent: From Delivery Hub to Design Power

“Not everyone knows, but we’ve already developed a lot of cars here,” says van den Acker, referring to Renault’s robust design presence in India. “We see India as a counterpole to China. And I think if there’s one country that can match itself against China, it’s India—in terms of the passion, in terms of cost, in terms of entrepreneurial spirit.”

While India may still be a cost-sensitive, highly competitive battleground, its broader value is rising within Renault's global system. “It’s not done. It’s a big challenge,” he says. “But we see that these two countries—India and China—have tremendous potential to play an important role in the car industry.”

In short: India is no longer just an execution market. It’s becoming a creative and strategic one.

Designing for Durability in a High-Stakes Market

Even as geopolitical currents shift, van den Acker is tasked with making cars people desire—regardless of the market. And right now, that means confronting the SUV juggernaut.

“If I’m looking at SUVs, they’re becoming more electrified, so we have a different package,” he explains. “They become a lot more aerodynamic, because they need to go far—so autonomy is becoming very important.”

As SUVs evolve into electric avatars, their design changes too. “Lower, stretched, aerodynamic… could be more sexy also, you know, more sensual,” he says. “But if they are PHEV or HEV, they can stay quite robust and tough.”

In India, though, the design preference has its own character: “There’s always been an appetite for honest utilitarian SUVs—boxy, nearly militaristic. Kind of Jeep-like or Defender-like. I see those a lot.”

A Return to the Sedan? China Might Lead the Way

Van den Acker isn’t betting solely on crossovers. He sees an unexpected opening for sedans, especially as electric platforms free up design proportions.

“A lot of the EVs are very tall vehicles. And to be honest, the lower they are, the better, the further they go,” he notes. “So in a funny way, I see a tendency for cars to become lower again.”

In China, that trend is already taking hold. “There’s a ton of sedans,” he observes. “It’s very much a sedan market—like Korea is. And low-drive EV platforms will lead to some very beautifully proportioned sedans.”

Combating Obsolescence in a Software-Defined World

The challenge, however, isn’t just what Renault designs, but how long its designs stay relevant. In an era of shrinking attention spans and rising capital costs, even great design risks being short-lived.

Renault’s solution? Iconic form, layered with digital longevity.

“We try to design iconic cars—like the R5, the R4, and the Twingo,” he says. “And we’re also looking to upgrade our vehicles. Software-defined vehicles—so the cars have a brain, and you can upgrade them. They get better over time. They don’t degrade.”

He says that approach could “lengthen the life cycle and keep them attractive and valorizing for the customers.

Accelerating with Focus

Despite all the volatility—and perhaps because of it—Renault sees now as a moment to press forward.

“Maybe this is the time for us to accelerate,” van den Acker says. “And to really innovate.”

If that innovation looks different than in the past—less centered on the West, more diversified, less reactive and more resilient—it may be Renault’s best chance to outlast the storm.

The company’s design-first, geography-aware strategy could offer a competitive edge in a world that's splintering and digitizing at once. And if India’s creative capacity continues to scale, Renault’s design bets might turn into global wins.